Transcript Strategies for Self Care for Ombuds and Deans of Students

University of South Australia
Fourth Conference of
Ombuds and Deans of
Students in Higher Education
Australasia
Presenter:
McPhee Andrewartha Pty Ltd
Phone: (08) 8357 1800  Fax: (08) 8357 1811
www.mcpheeandrewartha.com.au
Graham Andrewartha
April 2004
University of South Australia
Strategies for Self Care for
Ombuds and Deans of
Students
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University of South Australia
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Self-care Guidelines
University of South Australia
• Follow the equal effort rule
• Accept everything you hear but don't bank on it
• Plan your emergencies
• Structure your time
• Know when to quit—before you need to
• Don't take it too seriously
• Watch out for repetitive routines
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Self-care Guidelines
University of South Australia
• People are actually very strong
• Follow a procedure but be flexible
• Understand organisational learning
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University of South Australia
McPhee Andrewartha Pty Ltd
University of South Australia
At a very fundamental level all
human understanding is
unconscious and non-verbal.
Andrewartha, G. 2002, Be Understood or Be Overlooked: mastering
communication in the workplace, Allen & Unwin, Crows Nest, NSW.
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Principles of Understanding
University of South Australia
1. We don’t respond to what others say, we respond
to the way they say it.
2. Learning to see how others say things helps us
hear properly.
3. Saying things the way someone else expects to
hear it helps us to be understood.
4. Being understood is essential for success.
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University of South Australia
Perceptions
are our meanings
Andrewartha, G. 2002, Be Understood or Be Overlooked: mastering
communication in the workplace, Allen & Unwin, Crows Nest, NSW.
McPhee Andrewartha Pty Ltd
Six Tips for Better
Understanding
University of South Australia
1. Positive feelings help focus our understanding.
2. Negative feelings confuse our understanding.
3. Accept that we don’t always say what we mean, and we
don’t always mean what we say.
4. The more important something is to you, the less you will
understand or be understood.
5. What you expect is what you tend to get.
6. When you treat the other person (no matter who they are)
as your most important friend, understanding flourishes.
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The Context Triangle
Organisation
University of South Australia
Self
Student
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The Conflict Triangle
Critic role
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Helper role
Victim role
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Discounting
Hierarchy
University of South Australia
Ability to
Personally
Solve Problem
Solvability of Problem
Significance of Problem
Existence of Problem
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Three Aspects of
Communication
Body language
55%
Voice tone
38%
Verbal content
University of South Australia
7%
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Eight Attributes of
Supportive Communication
1. Problem-oriented, not
person-oriented
2. Congruent, not
incongruent
3. Descriptive, not evaluative
4. Validating, not
University of South Australia
5. Specific, not global
6. Conjunctive, not
disjunctive
7. Owned, not disowned
8. Supportive listening, not
one-way
invalidating
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University of South Australia
…emotion is central to problem-solving,
understanding and decision-making. We
know and recognise things by what we
have already experienced emotionally.
Andrewartha, G. 2002, Be Understood or Be Overlooked: mastering
communication in the workplace, Allen & Unwin, Crows Nest, NSW.
McPhee Andrewartha Pty Ltd
Imitation or Matching
University of South Australia
• The art of understanding is achieved through
matching.
Andrewartha, G. 2002, Be Understood or Be Overlooked: mastering
communication in the workplace, Allen & Unwin, Crows Nest, NSW.
McPhee Andrewartha Pty Ltd
University of South Australia
McPhee Andrewartha Pty Ltd
University of South Australia
McPhee Andrewartha Pty Ltd
Values
University of South Australia
• Values are among the most stable and enduring
characteristics of individuals.
• They are the basis for crucial decisions. An
organisation, too, has a value system, usually
referred to as its ‘organisational culture’.
• Research has found that employees who hold
values that are congruent with their organisation’s
values are more productive and satisfied.
Carlopio, J., Andrewartha, G. & Armstrong, H. 2001, Developing management
skills: a comprehensive guide for leaders, 2nd edn, Prentice Hall, Australia.
McPhee Andrewartha Pty Ltd
Influence Dimensions
Rapid
Understate
Gradual
Exaggerate
University of South Australia
Linear
Detail
Visual
Auditory
Experiential
Self
Initiate
Lateral
Concept
© Copyright 2001 McPhee Andrewartha
Other
Respond
ID Profile for Richard Wood
23 November 2000
Timing:
RAPID
GRADUAL
Emphasis:
UNDERSTATE
EXAGGERATE
Thinking:
LINEAR
LATERAL
Focus:
DETAIL
CONCEPT
Evaluation:
SELF
OTHER
Relationship:
INITIATE
RESPOND
Perceptual System:
VISUAL AUDITORY EXPERIENTIAL
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